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Description Haut de page


 Emerging Risks


 Risks linked to governance and control of split systems



1. Context

In many a company, socio-economic system evolution results in refocusing their organization on their core business, together with implementation, upstream and downstream, of additional structures provided with some management autonomy. This results in breaking up of responsabilties with correlative creation of interfaces which are necessary to the  cohesion of the whole but may generate risks technical as well as economic or cultural.

When system fragmentation proceeds of a political will to prevent the same actor to master the whole of the chain, from upstream to downstream (for instance to open a network industry to competition ) the overall technical system vision can be lost since each independant entity masters only the system part which she directly manages. The technical evolutions or innovation may be difficult or even impossible due to specifications between interfaces freezing, interfaces between subsystems resulting of an initially integrated system splitting. Splitting may as well hinder the common feedback experience.

Besides, since the global economical optimum is not always the sum of the various entities  optima and consequently a governance with global system vision and adapted control means is sometimes defective.

2. Proposed objectives :

Bring answer elements to:

  • questions related to behaviour of actors "weakly linked together"
  • questions related to  multiple participants  in open environment (networks exploitation )
  • questions related to "split organizations" management leading to agents increasing autonomy and lack of harmonization of practices  changing from ne team to another 
  • questions related to  difficulty of a situation global vision obtention  and insurance of governance in situation normal or degraded
  • role and expectations of control structures.

3. Proposed working method:

  • Meetings (every two months in Paris area)
  • Establish a state of the art  : collect existing IMdR projects and studies which may bring answers: evaluate their relevance, their limits and their actualisation, possible lbibliography .
  • Share experience of companies represented in WG as to evaluate risks due to subcontracting or related to institutional splitting ,
  • Elaborate a worrking programme : identify  questions to be solved and their priority order . Determiner whether a study under IMdR project form is necessary, and eventually elaborate the specifications .

4. Expected products  :

  • Reports :
  • Analysis of risks due to subcontracting or systems splitting ,
  • Recommandations : Questions to be asked and points of brittleness to be specially surveyed ,
  • Eventual specifications implementation of an IMdR project ,
  •  IMdR events to show and compare various approaches already lead by WG participant companies, namely asfar as subcontracting is concerned, 
  •  IMdR working day or  Lambda-Mu symposium workshop to display and comment results.

5.  Considered schedule :

  • Launch in september 2012,
  • Proposal of a  project (multipartners study) IMdR during  2013,
  •  IMdR working day to show approaches implemented by companies (end 2013).
  • Presentation of results and  reports to Lambda-Mu  2014 symposium.

6. Possible IMdR WG members

  • Air Liquide, Alstom, CEA, EADS, EGIS, Renault.

7. Manager : Jean-Marc Pourchier, SNCF
(Tél : 01 53 25 32 63)

8. Coordinator : Jean-François Raffoux, IMdR
 (Port : 06 15 16 30 17)

Would you be interested by this WG  activities, please contact the WG manager or coordinator,

Exchange space Haut de page

Next meeting Haut de page
September 16th, 2013

November 7th, 2013